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"Seth Godin is the author of 15 bestselling books, more than 4,500 blog posts and numerous e-books. This book represents the best of his blog and online writing from 2006 to 2012"-- dustjacket.
Forget the 10,000 hour rule— what if it’s possible to learn the basics of any new skill in 20 hours or less? Take a moment to consider how many things you want to learn to do. What’s on your list? What’s holding you back from getting started? Are you worried about the time and effort it takes to acquire new skills—time you don’t have and effort you can’t spare? Research suggests it takes 10,000 hours to develop a new skill. In this nonstop world when will you ever find that much time and energy? To make matters worse, the early hours of prac­ticing something new are always the most frustrating. That’s why it’s difficult to learn how to speak a new language, play an instrument, hit a golf ball, or shoot great photos. It’s so much easier to watch TV or surf the web . . . In The First 20 Hours, Josh Kaufman offers a systematic approach to rapid skill acquisition— how to learn any new skill as quickly as possible. His method shows you how to deconstruct com­plex skills, maximize productive practice, and remove common learning barriers. By complet­ing just 20 hours of focused, deliberate practice you’ll go from knowing absolutely nothing to performing noticeably well. Kaufman personally field-tested the meth­ods in this book. You’ll have a front row seat as he develops a personal yoga practice, writes his own web-based computer programs, teaches himself to touch type on a nonstandard key­board, explores the oldest and most complex board game in history, picks up the ukulele, and learns how to windsurf. Here are a few of the sim­ple techniques he teaches: Define your target performance level: Fig­ure out what your desired level of skill looks like, what you’re trying to achieve, and what you’ll be able to do when you’re done. The more specific, the better. Deconstruct the skill: Most of the things we think of as skills are actually bundles of smaller subskills. If you break down the subcompo­nents, it’s easier to figure out which ones are most important and practice those first. Eliminate barriers to practice: Removing common distractions and unnecessary effort makes it much easier to sit down and focus on deliberate practice. Create fast feedback loops: Getting accu­rate, real-time information about how well you’re performing during practice makes it much easier to improve. Whether you want to paint a portrait, launch a start-up, fly an airplane, or juggle flaming chain­saws, The First 20 Hours will help you pick up the basics of any skill in record time . . . and have more fun along the way.
The New York Times bestseller that gives readers a paradigm-shattering new way to think about motivation from the author of When: The Scientific Secrets of Perfect Timing Most people believe that the best way to motivate is with rewards like money—the carrot-and-stick approach. That's a mistake, says Daniel H. Pink (author of To Sell Is Human: The Surprising Truth About Motivating Others). In this provocative and persuasive new book, he asserts that the secret to high performance and satisfaction-at work, at school, and at home—is the deeply human need to direct our own lives, to learn and create new things, and to do better by ourselves and our world. Drawing on four decades of scientific research on human motivation, Pink exposes the mismatch between what science knows and what business does—and how that affects every aspect of life. He examines the three elements of true motivation—autonomy, mastery, and purpose-and offers smart and surprising techniques for putting these into action in a unique book that will change how we think and transform how we live.
George Orwell set out ‘to make political writing into an art’, and to a wide extent this aim shaped the future of English literature – his descriptions of authoritarian regimes helped to form a new vocabulary that is fundamental to understanding totalitarianism. While 1984 and Animal Farm are amongst the most popular classic novels in the English language, this new series of Orwell’s essays seeks to bring a wider selection of his writing on politics and literature to a new readership. In Why I Write, the first in the Orwell’s Essays series, Orwell describes his journey to becoming a writer, and his movement from writing poems to short stories to the essays, fiction and non-fiction we remember him for. He also discusses what he sees as the ‘four great motives for writing’ – ‘sheer egoism’, ‘aesthetic enthusiasm’, ‘historical impulse’ and ‘political purpose’ – and considers the importance of keeping these in balance. Why I Write is a unique opportunity to look into Orwell’s mind, and it grants the reader an entirely different vantage point from which to consider the rest of the great writer’s oeuvre. 'A writer who can – and must – be rediscovered with every age.' — Irish Times
WALL STREET JOURNAL BESTSELLER The secret to business success? Get REAL and be HUMAN! As human beings, we are built to connect and form relationships. So, it should be no surprise that relationships must also translate into the workplace, where we spend most of our time! Companies that recognize this will retain the most productive, creative, and loyal employees, and invariably seize the competitive edge. The most successful leaders are those who actively form quality relationships with their employees, who honor fundamental human qualities—authenticity, openness, and basic politeness—and apply them day in and day out. Paying attention and genuinely caring about the effects people have on one another other is key to developing a winning culture where people perform at the top of their game and want to work. As a workplace strategist and business coach, Erica Keswin has spent over 20 years working with top business leaders and executives to build successful organizations that honor relationships. Featuring case studies from top brands such as, Lyft, Starbucks, Mogul, and SoulCycle, to name a few, Bring Your Human to Work distills the key practices of the most human companies into applicable advice that any business leader can use to build a “human workplace.” These building blocks include: • Understanding your company’s role in the world, beyond financial profit • Encouraging employees to be healthy in body and spirit • Running your meetings with clear purpose • Making space for face-to-face interaction • Building professional development into company culture • Inspiring your workforce to give back to the community • Simply saying “thank you” A human company is real, genuine, aligned, and true to itself. A real company flaunts its humanity, instead of hiding it. It’s what the most successful, sustainable companies are doing today, and there’s no reason yours can’t be the same. Keswin’s leadership lessons foster fairness, devotion, and joy in the workplace—all critical elements of a successful business. By bringing your human to work, you can design a workplace that is good for people, great for business, and just might change the world.
Who wants to know how money works? That's not a dumb question. The real question is, who needs to know how money works? For both questions, it's the same answer ... everybody.When it comes to money, most people think the answer is that they just need more of it. Sadly, that is not the answer. If you learn how money works, you will know how to get more money, keep more money, and make money work for you. What you really need to know is how money works ... then you will know to how to have more of it. If you think that everyone has more money or seems to know more about it than you do, this is not true. Most people don't understand how money works, and most have no more than you do. There are all kinds of government-produced statistics to prove it. Because people don't understand it, they don't save money for retirement (or start early enough), or have enough for a down payment on a home, or to build a nest egg. It's why they spend too much or become payment buyers. It's also the reason most people don't talk about it. They don't want others to know how little they know. Worse yet, they don't want you to know how little they really have. Money is a big source of stress, a cause of divorce, a cause of business failures, a cause for lost friendships, and the last thing anyone will admit they don't know. A common saying is, "money is the root of all evil". If that is true, how does it provide food, shelter, luxuries and travel? Why is it used to create jobs and make charitable contributions? Money is not evil. It's the way people use it, whether they have little or lots that can cause evil, for themselves, or others. If it is the way people use it that can cause evil, you need an instruction book to avoid misusing it. It's misusing money that is the root of evil. This is your instruction book. In less than 100 pages of stories, experiences, ideas, and examples I make it simple for you to understand money so well that you can talk with anyone about it. How do I make it simple to understand? I make it plain and simple. It's not important for me to sound smart; it's important for me to help you get it, simply. Do you want to know how money gets a raise? That's pretty simple. Who doesn't want to know? Do you want to know how to be a good user of credit cards and debit cards? Do you want banks to desire you as a customer? Do you want to understand how banks think? You do. It pays to know.I hate it when someone talking to me wants to sound like they are so smart, especially smarter than me. No matter what the subject is, you can always tell when someone is trying to pull that on you. Talking about money easily make people feel that way. That's one of the reasons everybody hates to discuss it. I will not make you feel that way. With this book, you feel like you get it. What's important to you? Whatever it is, money will help you get there. Understanding money will give you freedom from stress and the freedom to make choices in life, for you and your family.My goal is to help you understand how money works. You don't have to feel embarrassed. You don't even have to ask.The real question is, "Who wouldn't want to know?"
In this Wall Street Journal bestseller, why the future of work requires the deconstruction of jobs and the reconstruction of work. Work is traditionally understood as a “job,” and workers as “jobholders.” Jobs are structured by titles, hierarchies, and qualifications. In Work without Jobs, the Wall Street Journal bestseller, Ravin Jesuthasan and John Boudreau propose a radically new way of looking at work. They describe a new “work operating system” that deconstructs jobs into their component parts and reconstructs these components into more optimal combinations that reflect the skills and abilities of individual workers. In a new normal of rapidly accelerating automation, demands for organizational agility, efforts to increase diversity, and the emergence of alternative work arrangements, the old system based on jobs and jobholders is cumbersome and ungainly. Jesuthasan and Boudreau’s new system lays out a roadmap for the future of work. Work without Jobs presents real-world cases that show how leading organizations are embracing work deconstruction and reinvention. For example, when a robot, chatbot, or artificial intelligence takes over parts of a job while a human worker continues to do other parts, what is the “job”? DHL found some answers when it deployed social robotics at its distribution centers. Meanwhile, the biotechnology company Genentech deconstructed jobs to increase flexibility, worker engagement, and retention. Other organizations achieved agility with internal talent marketplaces, worker exchanges, freelancers, crowdsourcing, and partnerships. It’s time for organizations to reboot their work operating system, and Work without Jobs offers an essential guide for doing so.
AN AMAZON BEST BOOK OF 2O16 PICK IN BUSINESS & LEADERSHIP WALL STREET JOURNAL BUSINESS BESTSELLER A BUSINESS BOOK OF THE WEEK AT 800-CEO-READ Master one of our economy’s most rare skills and achieve groundbreaking results with this “exciting” book (Daniel H. Pink) from an “exceptional” author (New York Times Book Review). Deep work is the ability to focus without distraction on a cognitively demanding task. It's a skill that allows you to quickly master complicated information and produce better results in less time. Deep Work will make you better at what you do and provide the sense of true fulfillment that comes from craftsmanship. In short, deep work is like a super power in our increasingly competitive twenty-first century economy. And yet, most people have lost the ability to go deep-spending their days instead in a frantic blur of e-mail and social media, not even realizing there's a better way. In Deep Work, author and professor Cal Newport flips the narrative on impact in a connected age. Instead of arguing distraction is bad, he instead celebrates the power of its opposite. Dividing this book into two parts, he first makes the case that in almost any profession, cultivating a deep work ethic will produce massive benefits. He then presents a rigorous training regimen, presented as a series of four "rules," for transforming your mind and habits to support this skill. 1. Work Deeply 2. Embrace Boredom 3. Quit Social Media 4. Drain the Shallows A mix of cultural criticism and actionable advice, Deep Work takes the reader on a journey through memorable stories-from Carl Jung building a stone tower in the woods to focus his mind, to a social media pioneer buying a round-trip business class ticket to Tokyo to write a book free from distraction in the air-and no-nonsense advice, such as the claim that most serious professionals should quit social media and that you should practice being bored. Deep Work is an indispensable guide to anyone seeking focused success in a distracted world.
From the creator of the popular website Ask a Manager and New York’s work-advice columnist comes a witty, practical guide to 200 difficult professional conversations—featuring all-new advice! There’s a reason Alison Green has been called “the Dear Abby of the work world.” Ten years as a workplace-advice columnist have taught her that people avoid awkward conversations in the office because they simply don’t know what to say. Thankfully, Green does—and in this incredibly helpful book, she tackles the tough discussions you may need to have during your career. You’ll learn what to say when • coworkers push their work on you—then take credit for it • you accidentally trash-talk someone in an email then hit “reply all” • you’re being micromanaged—or not being managed at all • you catch a colleague in a lie • your boss seems unhappy with your work • your cubemate’s loud speakerphone is making you homicidal • you got drunk at the holiday party Praise for Ask a Manager “A must-read for anyone who works . . . [Alison Green’s] advice boils down to the idea that you should be professional (even when others are not) and that communicating in a straightforward manner with candor and kindness will get you far, no matter where you work.”—Booklist (starred review) “The author’s friendly, warm, no-nonsense writing is a pleasure to read, and her advice can be widely applied to relationships in all areas of readers’ lives. Ideal for anyone new to the job market or new to management, or anyone hoping to improve their work experience.”—Library Journal (starred review) “I am a huge fan of Alison Green’s Ask a Manager column. This book is even better. It teaches us how to deal with many of the most vexing big and little problems in our workplaces—and to do so with grace, confidence, and a sense of humor.”—Robert Sutton, Stanford professor and author of The No Asshole Rule and The Asshole Survival Guide “Ask a Manager is the ultimate playbook for navigating the traditional workforce in a diplomatic but firm way.”—Erin Lowry, author of Broke Millennial: Stop Scraping By and Get Your Financial Life Together